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Many managers would like to take a strategic approach to preparing the organisation to avoid impending crisis but instead find themselves fire‐fighting to mitigate its impact. This paper seeks to examine an organisation which made major strategic changes in order to respond to the full effect of a crisis which would be realised over a two to three year period. At the root of these changes was a strategic approach to managing knowledge. The paper's purpose is to reflect on managers' views of the impact this strategy had on preparing for the crisis and explore what happened in the organisation during and after the crisis.

The paper examines a case‐study of a financial services organisation which faced the crisis of its impending dissolution. The paper draws upon observations of change management workshops, as well as interviews with organisational members of a change management task force.

The response to the crisis was to recognise the importance of the people and their knowledge to the organisation, and to build a strategy which improved business processes and communication flow across the divisions, as well as managing the departure of knowledge workers from an organisation in the process of being dissolved.

The paper demonstrates the importance of building a knowledge management strategy during times of crisis, and draws out important lessons for organisations facing organisational change.

The paper represents a unique opportunity to learn from an organisation adopting a strategic approach to managing its knowledge during a time of crisis.

A case which because of its far‐reaching implications attracted considerable interest (see report on p. 91) was recently heard at Highgate. It was alleged that ice lollies were “unfit for human consumption” because of the temperature at which they were sold. Because the lollies were too cold, one stuck to a boy's lips and chin and another to a boy's tongue, peeling off skin when they were removed. The prosecution's case was that on the evidence, the vendors should be convicted of selling food unfit for human consumption, but the magistrates did not accept this contention and dismissed the case. The mishap was an unfortunate one, and Counsel's submissions for the defence notwith‐standing, it is difficult to see how the case could have been decided otherwise. There was never any suggestion of inferior ingredients being used in the manufacture of the lollies.

This paper aims to review the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

The effectiveness of the organization through internal communication and process enhancements across all functions (particularly between registration services and the compliance team) was enhanced, meaning that information on registered firms was more readily captured and shared, and the overall project enabled MCCB to remain fully effective in its operations despite the impact of change and uncertainty experienced in the period up to closure.

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

Reports the minutes of the winter meeting of the OCLC Users Councils, January 23‐25, 1995, which focussed on “The NII, the Internet, and OCLC: The Next Generation”. Speakers talked about Freenets, the effects of current federal legislation on the development of a national information infrastructure (NII) for an information highway, and how librarians need to influence public policy making to remain key players in the development of the National Internet Infrastructure.

Reports on the OCLC Users’ Council meeting of February 5‐7, 1996. Issues discussed included nominations for the board of trustees, the OCLC president’s report, the Users’ Council executive committee report and reports on users of electronic information. Also under discussion were a number of strategies for the future.

Details the last OCLC Users′ Council meeting which had the theme “Cooperation and competition: OCLC and libraries′ strategies for the next generation”. Reports include: the delegate algorithm task force report; OCLC reference services; OCLC cataloging and resource sharing; the Users′ Council executive committee report on telecommunications; access to OCLC services – trends pricing and the future. Concludes with a summary of the question/answer and old business sessions.

This study aims to investigate how professional financial statement users use carbon accounting information in their decisions and whether this use is sensitive to changing the decision context from an investment to a donation.

Using a sample of 173 US professional financial statement users, the authors conduct an experiment that manipulates an investment or donation choice to evaluate how differing levels of carbon sequestration affect decision-making across contexts.

Carbon sequestration information affects users’ donation decisions but does not affect investment decisions. Variation in the reliability of the information and whether the information is linked to strategy do not affect users’ decision-making.

This study is performed by an experiment and informs our understanding of the relevance to users of carbon sequestration disclosure. Results indicate that carbon sequestration disclosure has value for donation but not investment decisions. The authors interpret this as evidence of some value of this type of disclosure in professional financial statement users’ decision-making but not for a financially focused evaluation.

This paper provides unique insights into the effect of reporting carbon sequestration on decision-making. There has been significant research on the broader topic of corporate sustainability, and capital markets research indicates that the market values increased sustainability disclosure. This study extends the research by examining a specific component of carbon disclosure that is not currently widely reported and by the use of information for different types of evaluations. The results find evidence that the value of this type of carbon disclosure does not stem from a purely financial perspective but instead, from other nonpecuniary factors.

The purpose of this paper is to explore the question of if and when leaders should communicate bad news to their stakeholders. Previous research in the crisis communication literature has highlighted the need to communicate quickly and persuasively to minimize losses; however, the authors argue that such tactics assume certainty in negative outcomes and tend to generate predominantly one-way, company-centric communication. In this paper, the authors propose that under conditions of uncertainty (i.e. when the bad news has an unknown outcome or cause) different communication strategies are needed.

Drawing on the stakeholder theory, the authors argue that organizational decision makers have a clear moral obligation to share bad news with affected stakeholders. The authors then review the existing approach to crisis communication and discuss its limitations under conditions of uncertainty. Finally, the authors develop a set of scenarios to guide the communication of bad news under conditions of uncertainty.

The authors formulate a framework to guide leaders on how to communicate with stakeholders when the nature of the bad news is uncertain and open to multiple interpretations. The authors propose a situational approach for responding to stakeholders that emerges from the context of the bad news.

The authors propose a situational framework for communicating bad news that overcomes the current limitations of extant crisis communication strategies under conditions of uncertainty. This involves balancing existing crisis communication recommendations with a more collaborative sensemaking approach.

The purpose of this paper is to investigate reverse image transfer as it applies to both celebrities (actors/models) and celebrity athletes in a New Zealand context. It extends the work of Garland and Charbonneau which examined reverse image transfer (product image transferring to endorser) as it applied to celebrity athlete endorsers alone.

The data for the study are collected from 240 New Zealand university undergraduate students who are split equally into eight treatment groups. Using Ohanian's source‐credibility scale, each group rate several celebrities or celebrity athletes on their suitability for endorsing two contrasting products: orange juice (representing a positively perceived product) and cigarettes (representing a negatively perceived product). ANOVA (analysis of variance) is used to compare means between celebrities/celebrity athletes and the products they endorse. The study is a close replication of Till's work in the USA.

The results show a pronounced polarising effect for celebrity athletes, as opposed to celebrities (actors/models), for the endorsement of both products but particularly for cigarettes, the negative product. The potential for reverse image transfer is real, demanding careful attention by celebrities, agents and marketers during evaluation of endorsement opportunities.

Though not compromising the research integrity, the sample of New Zealand students is restrictive. Further extension of the research is advisable to address limitations based on sample composition, cultural setting and time of research.

Aside from addressing the paucity of research on reverse image transfer, this paper signals important managerial implications for celebrity endorsers and their agents.

The paper provides an overview of research published in the innovation and operations management (IOM) literature on 15 methods for cost management in new product development, and it provides a comparison to an earlier review of the management accounting (MA) literature (Wouters & Morales, 2014).

This structured literature search covers papers published in 23 journals in IOM in the period 1990–2014.

The search yielded a sample of 208 unique papers with 275 results (one paper could refer to multiple cost management methods). The top 3 methods are modular design, component commonality, and product platforms, with 115 results (42%) together. In the MA literature, these three methods accounted for 29%, but target costing was the most researched cost management method by far (26%). Simulation is the most frequently used research method in the IOM literature, whereas this was averagely used in the MA literature; qualitative studies were the most frequently used research method in the MA literature, whereas this was averagely used in the IOM literature. We found a lot of papers presenting practical approaches or decision models as a further development of a particular cost management method, which is a clear difference from the MA literature.

This review focused on the same cost management methods, and future research could also consider other cost management methods which are likely to be more important in the IOM literature compared to the MA literature. Future research could also investigate innovative cost management practices in more detail through longitudinal case studies.

This review of research on methods for cost management published outside the MA literature provides an overview for MA researchers. It highlights key differences between both literatures in their research of the same cost management methods.